国有纺织企业价值链管理问题探讨

运用价值链管理理论分析国有纺织企业在价值链管理中存在的问题,并提出了相应的改进措施,旨在通过优化核心业务、组织结构、业务流程和信息流等,使企业降低组织和经营成本,控制经营风险,增强企业的综合竞争优势。     

基于价值链理论的化工企业流程再造研究

随着知识经济、网络经济时代的到来,全球企业的经营环境逐渐呈现出的顾客主导、市场竞争加剧以及市场变化迅速的三大特点使得传统化工企业面临着核心竞争力不足的危险。以顾客价值为导向,以企业价值增值为目标,在价值链分析和业务流程优化整合的基础上,以产品线为单位确定作业价值链和资源动因,合理分配企业资源,实现企业流程再造成为A集团获得持续核心竞争力的关键。     

论价值链管理与会计信息化的联结性

本文认为,没有信息技术的运用,没有企业信息化及会计信息化的推广实施,价值链管理就失去了技术支撑,没有价值链管理理论的创新,会计信息化的发展就没有了动力.文章提出,价值链管理对会计信息化具有促进性、依存性和联结的经济性.促进性主要表现为促进会计管理理论创新、会计信息系统优化和以价值增值为核心的业务流程变革;依存性主要表现为实现价值链管理目标要依赖于会计信息化技术平台和信息化下的会计实时控制;联结的经济性表现为价值链上各联盟企业的多形式合作、交易成本及核心企业内部管理成本的降低与价值链会计管理信息化的实现.     

EPC工程企业的企业文化与核心竞争力关系研究

文章通过对EPC工程企业的业务流程和EPC项目执行的价值链分析,结合EPC工程企业的特点.以EPC工程企业特有的三大管理体系基础形成的企业文化对EPC工程企业核心竞争力提升的影响研究.希望为广大转型EPC工程企业的勘探设计机构构建和提升核心竞争力提供一些参考.     

电子商务e代:回归商务本质

从简单的网络交易,到整合企业内外部资源、改造业务流程,电子商务开始真正进入社会产业价值链的核心,与企业的核心业务实现全面的、紧密的结合,IBM把这一阶段的电子商务称作"电子商务e代"(generation e-business).     

基于价值链的房地产全程营销理念研究

价值链是分析企业如何开展每一项价值活动,如何利用各价值活动之间的联系,产生最大的企业价值,获取竞争优势的一种分析工具和分析方法。房地产业必须建立起在价值链基础上的房地产全程营销系统,注重研究全程营销的每一链接对价值增值的重要作用,优化核心业务流程,降低经营成本,提升核心市场竞争力,才能在激烈的市场竞争中赢得竞争优势。     

基于价值链管理的现金流管理分析

随着经济全球化的日益发展,现金流已经成为企业生存与发展的重要条件之一,现金流充沛且流转通畅的企业才会得到稳定持续发展.现金流与价值链管理结合可以优化企业的业务流程,降低成本,提升企业核心竞争力.本文围绕价值链管理详细阐述了现金流管理的体系构建问题,对我国大多数企业由较好的指导意义.     

湖南承接国际服务外包的现状、问题及对策

一、国际服务外包的概念 所谓服务外包,简而言之,就是企业将非核心业务外包出去,让专业团队来承接。服务外包是指企业将价值链中原本由自身提供的具有基础性的、共性的、非核心业务和基于核心的业务流程剥离出来后,外包给企业外部专业服务提供商来完成的经济活动。     

价值链会计基本理论浅探

<正> 一、价值链会计的理论基础价值链会计是建立在价值链管理理论和会计管理活动论基础之上的。价值链管理是依据价值链的理论,将企业的业务流程描绘成一个价值增值和价值创造的链状结构。具体就是怎样将企业的订单、采购、生产、营销、财务、人力资源等方方面面有机地整合起来,做好计划、协调、监督和控制等各个环节的工作,使它们形成相互关联的整体。真正按照“链”的特征实施企业的业务流程,使得各个环节既相互关联,又具有处理资金流、物流和信息流的自组织和自适应能力,使企业的供、产、销系统形成一条珍珠项链“价值链”,这就是价值链管理(Value Chain Management)系统所要解决的问题。简而言之,价值链管理就是从供应     

价值链分析与价值分析相结合下的业务流程优化

价值链分析通过消除、精简非增值活动和强化增值活动来达到优化业务流程与形成企业竞争优势的目的;价值分析通过补充必要活动、消除不必要活动,提高活动功能和降低活动成本,来达到优化业务流程与提高价值的目的。业务流程优化具体将落实到对每一项业务活动是否应该精简、消除或者补充做出判定。把价值链分析与价值分析结合起来,通过一定的逻辑判定和改进,可以获得清晰的业务流程优化程序和优化结果。     

小议森林分类经营中存在的问题及策略

随着新形势下林业工作的战略定位和发展思路调整,建立比较完备的林业生态体系和比较发达的林业产业体系,已成为我国林业发展的战略目标和任务.本文就森林分类经营中存在的问题进行分析,并建议性的提出解决问题的策略.     

Designing a tool for service-dominant strategies using action design research

Both academic research and industrial practice recognize difficulties in translating the principles of service-dominant (S-D) business logic into actionable insights for practitioners, particularly when considering S-D logic at the strategic level. To address this problem, this paper focuses on the conceptualization, formulation, and communication of an S-D business strategy. From the theoretical standpoint, we conceptualize the elements of an S-D strategy by filtering the scattered literature about S-D strategy and business models through the lenses of traditional views of business strategy. From the practical standpoint, we develop a tool embedding our conceptual development to support practitioners in the formulation and communication of S-D strategy. While traditional strategy tools take a value chain perspective, our tool helps to position the focal organization at the center of a complex ecosystem of partners who are co-creating value. Following the principles of action design research, the tool is developed and evaluated in close collaboration with practice in a case study in the financial services industry. Consequently, this paper contributes both to the conceptual and the practical operationalization of S-D logic at the strategic level.     

国际贸易业务经理胜任力模型构建初探

本文围绕国际贸易业务经理的胜任力展开,探索担任这一角色所需要具备的职业素质与职业能力;并根据外贸企业的战略发展需求,确定国际贸易业务经理所应具备的角色特征,初步构建国际贸易业务经理胜任力模型。     

我国制造业中小企业在跨国公司全球产业链中的价值定位

国际生产体制已进入网络化发展的新阶段,全球制造业正面临着产业链的重构,跨国公司将逐步把我国纳入其全球战略体系,实现全球一体化的生产、销售和研发。我国企业面临的国内国际竞争越来越激烈。对于我国制造业中小企业而言,当务之急是以跨国公司对华投资战略调整为契机,基于全球生产网络进行科学合理的价值定位,然后通过配套生产、OEM、合同制造、战略联盟等方式进入跨国公司全球产业链,向“小而精”、“专而强”方向发展。同时要适度进行产业链节点的横向扩张和纵向延伸,从而实现产业链升级。     

Considering Supply Chain Management's Professional Identity: The Beautiful Discipline (Or, “We Don't Cure Cancer,But We Do Make a Big Difference”)

In recent months, we have participated in various discussions on the future of logistics and supply chain management (SCM). As the newest business discipline, it is not surprising that SCM is going through growing pains and seeking to chart its future course and define a meaningful destiny. Considering professional identity—that is, who are we and what do we do—is a natural part of maturation. As JBL exists to help construct the discipline's identity, we address SCM's value‐creation competence as a source of identity construction. As we explain, SCM's economic and social contributions are not just noteworthy but remarkable. Modern SCM makes a difference to the people of the world, driving economic growth and raising living standards. Truly, it is a good time to be a supply chain professional. Much research, however, needs to be conducted if we are to fulfill SCM's value‐creation promise.     

The Provider-Customer Interface in Business and Professional Services

On the basis of several nationalandinternational studies in thefield of business and professional services the aim of this paperistoreconsider the core question of provider-customer interface. It first shows that the question of the relationships between internal and external business services may not only be posed in terms of substitution but also in terms of complementarity and interaction. It then analyses the interface as a ‘moment of truth’(i.e. as a process of interaction, as a form of organisation, and as part of both the client's and the consultant's value chain) a ‘moment of trust’ (based upon various modes of interaction and various logics of interface) and a moment of thrust (thanks to innovation).     

基于平衡计分卡的供应链战略联盟绩效评价指标的设计

现代供应链战略联盟是供应链节点上各个企业充分利用各自核心竞争优势相互合作来提高企业自身的竞争优势,实现整个价值链增值最大化的企业战略联盟。为了确保供应链战略联盟中的各个企业能够合理有效的分配利益以及获得利益最大化,就要加强供应链战略联盟的绩效评价。利用平衡计分卡这一工具,从联盟系统指标、客户指标、财务指标、业务流程指标和创新与发展指标等维度设计相应的评价指标,应遵循系统性原则、科学性原则、可操作性原则、战略导向性原则;能够适度反映企业战略思维和经营策略。     

基于全球价值链整合的中国企业服务外包承接战略

在跨国公司对华业务不断发展的情况下,中国企业应以IT外包为重点,运用全球价值链理论构建中国企业承接服务外包的"三步走"战略框架。中国企业应该首先嵌入跨国公司主导的全球价值链,通过设立技术监听站与介入突破性创新、构建学习联盟与伺机反向并购、扩大企业规模与进行深度专业化等手段有针对性承接生产者驱动的IT外包、采购者驱动的IT外包和业务流程外包,最终掌握核心技术,实现自主创新。     

金融海啸下软价值战略研究

2007年的美国次贷危机如海啸一般冲击着全球经济,其广度和深度前所未有。无论跨国企业,还是本地中小企业,如何挖掘供应链软价值,提升企业供应链管理软实力,达到企业长期竞争优势,已成为业界关注的焦点。鉴于此,本文着力研究供应链上下游企业商流、物流、资金流、信息流和海关关务的创新战略,提升企业国际竞争力。     

A framework for strategy formulation in sustainable supply chains: a case study in the electric industry

The aim of a sustainable supply chain is the strategic integration of all social, environmental and economic goals within an organization, through a systematic coordination of key business processes in order to improve the long-term economic performance of a company and its value chain. This paper describes a new methodological approach to support the strategy formulation process in sustainable supply chains. The proposed methodology combines three analytical tools (analytic hierarchical process, fuzzy multi-objective optimization, and clustering methods) within a strategy formulation process, integrating the competitive and corporative strategies with the supply chain strategy on the basis of sustainability. A case study in the Mexican Federal Commission of Electricity Gulf-Center Distribution Division shows the capability of our proposed framework. This company is large and complex enough to encompass the whole issue of the supply chain. Results indicate that our methodology is a valid decision support tool to formulate a set of sustainable supply chain strategies, and it is able to generate a coordinated strategy for the management of a sustainable supply chain.